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This public-sourced case was named the best finance case of 2013 in the 24th annual awards and competition sponsored by The Case Centre. It was designed for and works well in the latter portion of a GEMBA Financial Management and Policies course and in the early stage of a second-year MBA elective Financial Institutions and Markets course. The case is set in mid-2012 as the new co-CEOs of Deutsche Bank are about to speak in an analyst call. Students are the decision makers and have the opportunity to evaluate the various factors affecting a bank's situation in a changing global industry, such as leverage and credit quality, as well as to discuss the implications on Deutsche Bank and the banking sector more broadly of Basel III, the global regulatory reform. The students also have the opportunity to conduct a valuation of the bank. Investors were anxious to know whether the new co-CEOs would discuss the strategy of how Deutsche Bank planned to meet the new regulatory requirements, what effect Basel III would have on the company's profitability, and what lines of business it would focus on going forward in a new banking environment. They also wanted to know more about the benefits of the 2010 majority stake investment in Postbank, a German commercial bank. In class, this discussion also allows for a broader examination of the universal bank model and the role of banks within society.

In 2011, Gilberto Dimenstein, a well-known Brazilian journalist, created a new model that connected disparate resources to revitalize Sao Paulo. He wanted his model to expand across Brazil and the world. Dimenstein covered many of the social issues facing Brazil as a journalist and became determined to create solutions. Dimenstein started two social ventures, ANDI and Escola Aprendiz, before creating and developing Catraca Livre (meaning "open turnstile" in Portuguese) while he was an Advanced Leadership fellow at Harvard. Dimenstein pursued his idea of "learning neighborhoods", which meant a localized, low cost and effective way to leverage the existing available resources as educational opportunities. The resources were underutilized because of a lack of awareness. He believed that education should not be limited to the classroom and instead should be expanded to the entire city. Catraca Livre enabled Sao Paulo's residents to utilize untapped resources by aggregating all of the available resources and disseminating the information through multiple avenues including a website, subways, restaurants, workplaces, and more. This case shows how Dimenstein spearheads his solution to improve his city and offers a model for revitalizing cities around the world.

This case reviews the two-generation history of the Brazilian media company, RBS, and examines how the second generation family CEO manages through a crisis facing the company.

In early 2013, Norway was by many accounts the world's most developed country; it topped various indices for everything from democracy to happiness, had a comprehensive welfare state, and massive oil revenues endowed it with a substantial, and growing, Sovereign Wealth Fund. The governing coalition, anchored in the historically near-hegemonic Labour Party, had embraced peacemaking activities abroad and increasingly freer immigration policies at home, pursuing an aim of "liberal multiculturalism" that had invited both accolades and increasingly hostile criticism. More recent years had seen a change of government and falling oil prices, but Norway continued to top world development indexes. Now, in 2017, however, citizens of the country questioned both the government's decision to turn a blind eye to ethical considerations in its pursuit of exports, and to environmental concerns in drilling for ever more oil and gas in fragile arctic ecosystems. Was there such thing as enough?

Aditya Birla Financial Services Group is a large, broad-based, Indian financial services institution offering products ranging from life insurance and mutual funds to private equity. The company has witnessed a turnaround in recent years and regained lost market share. However, in recent years, concerns about investor protection has increased financial sector regulatory oversight specifically in the asset management and life insurance space and changed the rules of the game. Additionally, the central bank has invited new banks to apply for licenses to operate in the country. In the face of these changes, the company has to figure out what its strategy should be to realize its vision of becoming a leading integrated financial services player offering customers a menu of products that support their needs at different stages of their life.

The director of an interim executive search firm, Chee Lung Tham, faced a clash of culture and management styles when his mainland Chinese client threatened to fire the American interim manager that Tham had assigned. The client, Wong Lung, ran a family-owned garment manufacturing business along with his younger brother, as well as his two overseas-educated children. While Wong needed the American manager's technology expertise, his own brother and his team of middle managers were showing resistance to the new changes. Meanwhile, the American manager found himself caught in the web of family and company politics, and completing his assignment without the cooperation of the middle management was impossible. How should Tham approach the conflict and bring all sides into a productive working relationship?

This case explores the use of social media to support product design, customer support, marketing and HR activities at National Instruments (NI). Based in Austin, Texas, with over $1 billion in 2011 sales, NI designs, produces, and sells software and hardware platforms that simplify development of its customers measurement and control systems. Its customers, ranging from individuals (professors and their students) to large corporations, consist primarily of scientists and engineers-a pedigree shared by most NI employees. Since dedicating a full-time position to formalizing the use of social media tools in 2006, NI has infused social capabilities into its internal and customer-facing business processes, strengthening relationships and value delivered. NI's story deepens our understanding of how to build a social business strategy, create game changing innovation processes, and measure the value of its social technology investments-a key challenge facing the company. By touching on NI's history and culture, the case also allows students to consider what elements of this company's organization and culture have allowed it to build a robust social business model.

The founder and CEO of a management company needs to address the future of its joint venture in Iran with a U.S. developer of enterprise resource planning (ERP) systems. The joint venture partners need to decide whether to pursue a potential client's request for a custom version of the ERP system that the joint venture sells. The two partners disagree regarding the strategic direction forward, but must make a decision.

According to "bottom of the pyramid" theory, poor consumers pay much higher prices for most things than middle-class consumers do, meaning there's real opportunity for large multinationals to capture market share by offering high-quality goods at lower prices. But research on the ground in India shows that today, the poverty premium is often illusory. Companies need to be aware of how hard it is to compete solely on price.

When a company brings out a new product, it often raises the prices of its existing products--which means that you can follow suit without risking customer defections over price. Companies that understand this can avoid reflexive, and expensive, defensive measures.

New research finds five strategies that can help produce a highly successful merger.

Are the experts who successfully predict unusual events geniuses, or did they just get lucky? A new study indicates that their correct guesses were most likely flukes. It looked at the track records of forecasters who had one or two big wins and found that in the long run they were wrong more often than not.

When leaders behave capriciously, they signal their power and, often, the authority they need to drive valuable change. But this behavior can also take a toll on employees and potentially undermine organizational performance.

The former chairman and CEO of Mattel shares one of his secrets to leading effectively: Say "thank you" often--and mean it when you do.

If countries hope to boost their GDPs, they ought to promote the economic advancement of women. See how more than 100 countries measure up on policy support for female workers, the level of economic success their female citizens have achieved, and GDP per capita--and how the three are interrelated.

This case chronicles the events surrounding the six-week grounding of Tiger Airways Australia between June and August 2011. During this time, Tiger Airways Australia's revenue falls by 44% with the Tiger Airways Group share price falling 20%. Australian air safety regulators and key investors rapidly lose confidence in the company. This crisis necessitates drastic changes in the board of directors and executive leadership. On November 1, 2011, Chin Yau Seng is appointed the new CEO of the Tiger Airways Group. How can Chin guide the company as it emerges from the crisis, restore confidence and return the company back to normal operations?

This is an MIT Sloan Management Review article.

This is an MIT Sloan Management Review article. The number of companies that outsource critical business processes to outside suppliers has been growing significantly worldwide. In 2012, companies outsourced some $309 billion of services - activities including finance and accounting, human resource management, procurement and legal services - and the overall volume has been growing at a rate of around 25% annually. Although many organizations initiated business process outsourcing (BPO) as part of an effort to reduce costs or acquire new skills, it has since evolved into much more. In relationships companies classify as high-performing, service providers deliver substantial long-term improvements to the client's operating efficiency and strategic performance. These types of innovations require companies and service providers to work together. BPO providers do not need incentives to improve their own revenue or margins, but they do need them to focus on the client's performance. While partners may incentivize innovation by using mechanisms such as productivity targets, allocating innovation days and agreeing to gain share on innovation projects, innovation won't happen unless clients and providers implement a more comprehensive process that combines acculturation across different organizations, an engaging method for generating ideas, adequate funding and a system for managing change. Perhaps the most significant factor in BPO innovation, however, is whether the right people are in place to drive the dynamic innovation process. An effective leadership pair - one person from the client organization and another person from the provider organization - goes a long way toward invigorating the innovation process. In high-performing BPO relationships, the leaders are experienced and capable, with high levels of credibility, clout and power within their own organizations.

This is an MIT Sloan Management Review article.